AVOIDANCE MANAGEMENT STRATEGIES AND WORKPLACE HARMONY IN OIL SERVICING FIRMS IN RIVERS STATE

Abstract

This study examined the relationship between avoidance management strategies and workplace harmony in oil servicing firms in Rivers State. The study adopted cross sectional and ex-post facto design. Data were generated by quantitative and qualitative method. The study used purposive sampling techniques. A total population of 330, sample size of 321 was determined using Yaro Yamane’s formula at 0.05 level of significance. Also, 321 copies of questionnaire were distributed to the respondents, while 317 copies were completed and retrieved. The instruments were validated with reliability above 0.7 co-efficient, using Cronbach Alpha technique. The reliability coefficient analysis was avoidance (α =.882), accommodating (α=878), mediation (α=866), infrequent strike (α=884), mutual trust (α=870), management workers cooperation (α=882) and organisation culture (α=887). Three hypotheses were raised which was tested with Pearson Product Moment Correlation. From the findings, the concept of avoidance conflict management strategies creates positive impact on infrequent strike, mutual trust and management workers cooperation. In conclusion, avoidance strategies have significant influence on the workplace harmony of the oil servicing firm. Based on the findings and conclusion, this study contributes to the knowledge that effective conflict management encourages enthusiasm, boosts morale, and stimulates individual and organizational development; while ineffective conflict management produces more conflict and destructively effects the whole organization.  It could be recommended that oil producing firms in Port Harcourt should endeavor to adopt and use mediation as a means of settling organizational conflicts to achieve lasting harmony. Also, workers or employees should do their best to avoid confronting organizational matters in such a way that it will result to management- worker non-cooperation.